THE FRANKENSTEIN PAPER!!!!!!!!!!!!
For this paper, you will write a proposal for your honors thesis. The purpose of the thesis and
the presentation is to demonstrate that you have done or discovered something significant that
may make a difference in a particular field or gives others a new way to think about a theory,
text, author or process. Your thesis proposal should address the following according to
scholarly conventions in your field. Not every question will be spelled out in the final version,
but you will do well to consider each question as you write and think.
Statement of the Research Problem, Question, or Hypothesis
● What is the research problem/project, question, or hypothesis?
● Why are you interested in this area of research?
Context of the Problem, Question, or Hypothesis
● Based on your current review of the literature, how does the research problem,
question, or hypothesis fit in the context of the larger picture of the field?
● Why is the problem, question, or hypothesis important in light of the state of the
discipline in this area?
● Is there some historical/social/cultural/scientific context that you consider very
important for understanding this problem?
Methods and Procedures
● Describe the basic methods and procedures that you intend to use to address
or to solve the problem, question, or hypothesis.
● Are the methods conventional for your field?
Guidelines
-the appropriate format for your discipline
-8-10 pages
A B C D F
Statement of
problem/que
stion
The
“problem” is
stated clearly
and
concisely.
The problem is
stated but it is
either not clear
or not concise.
The
problem is
stated but
it is both
unclear
and
wordy.
It is hard to
find the
problem
statement.
There is no
problem stated.
Context of
problem/que
stion (lit
review)
The context
is presented
thoroughly.
Multiple
sources are
cited to
support the
point.
The context is
presented fairly
thoroughly but
may leave some
important
points not
touched upon.
Multiple
sources are
cited.
The
context is
presented
but not
thoroughly
. The
reader is
left with a
lot of
questions
about the
context.
Only one
or two
sources
are cited.
The context
is confusing
and does not
help the
reader at all.
There are no
sources.
No context is
provided.
Methods and
Procedures
The methods
and
procedures
are
appropriate,
feasible, and
clearly
described.
The methods
and procedures
are either
inappropriate,
not feasible or
not clearly
described.
The
methods
and
procedure
s are
inappropri
ate, not
feasible,
and not
clearly
described.
The methods
and
procedures
are a mess.
There are no
methods and
procedures.
Formatting The
formatting is
correct and
There are a few
formatting
errors.
There are
many
formatting
It is
impossible to
determine
No formatting
style was
attempted at all.
spe.
Discussion Diversity and Health AssessmentsMay 2012, Alice RandLyndonPelletier761
Discussion: Diversity and Health Assessments
May 2012, Alice Randall wrote an article for The New York Times on the cultural factors that encouraged black women to maintain a weight above what is considered healthy. Randall explained—from her observations and her personal experience as a black woman—that many African-American communities and cultures consider women who are overweight to be more beautiful and desirable than women at a healthier weight. As she put it, “Many black women are fat because we want to be” (Randall, 2012).
Randall’s statements sparked a great deal of controversy and debate; however, they emphasize an underlying reality in the healthcare field: different populations, cultures, and groups have diverse beliefs and practices that impact their health. Nurses and healthcare professionals should be aware of this reality and adapt their health assessment techniques and recommendations to accommodate diversity.
In this Discussion, you will consider different socioeconomic, spiritual, lifestyle, and other cultural factors that should be taken into considerations when building a health history for patients with diverse backgrounds. Your Instructor will assign a case study to you for this Discussion.
To prepare:
· Reflect on your experiences as a nurse and on the information provided in this week’s Learning Resources on diversity issues in health assessments.
CASE STUDY
EB is a 68-year-old black female who comes in for follow-up of hypertension. She has glaucoma and her vision has been worsening during the past few years. She lives alone and is prescribed four hypertension medications (Hydralazine 50 mg PO Q8H, Metoprolol XL 200 mg PO Q12H, Lisinopril 40 mg PO daily, and HCTZ 25mg PO daily ). She brings in her medication bottles and she has some medication bottles from the previous year full of medications. She is missing one medication she had been prescribed and says she may have forgotten it at home. Her BP in clinic today is 182/99 with HR of 84.
· Reflect on the specific socioeconomic, spiritual, lifestyle, and other cultural factors related to the health of the patient assigned to you.
· Consider how you would build a health history for the patient. What questions would you ask, and how would you frame them to be sensitive to the patient’s background, lifestyle, and culture? Develop five targeted questions you would ask the patient to build his or her health history and to assess his or her health risks.
· Think about the challenges associated with communicating with patients from a variety of specific populations. What strategies can you as a nurse employ to be sensitive to different cultural factors while gathering the pertinent information?
Information Technology
and Organizational
Learning
Managing Behavioral Change
in the Digital Age
Third Edition
http://taylorandfrancis.com
Information Technology
and Organizational
Learning
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in the Digital Age
Third Edition
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Lessons From the DesignOps Journey of the World’s Largest Travel Site (Eniola...Rosenfeld Media
Eniola Oluwole: “Lessons From the DesignOps Journey of the World’s Largest Travel Site”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Discussion Diversity and Health AssessmentsMay 2012, Alice RandLyndonPelletier761
Discussion: Diversity and Health Assessments
May 2012, Alice Randall wrote an article for The New York Times on the cultural factors that encouraged black women to maintain a weight above what is considered healthy. Randall explained—from her observations and her personal experience as a black woman—that many African-American communities and cultures consider women who are overweight to be more beautiful and desirable than women at a healthier weight. As she put it, “Many black women are fat because we want to be” (Randall, 2012).
Randall’s statements sparked a great deal of controversy and debate; however, they emphasize an underlying reality in the healthcare field: different populations, cultures, and groups have diverse beliefs and practices that impact their health. Nurses and healthcare professionals should be aware of this reality and adapt their health assessment techniques and recommendations to accommodate diversity.
In this Discussion, you will consider different socioeconomic, spiritual, lifestyle, and other cultural factors that should be taken into considerations when building a health history for patients with diverse backgrounds. Your Instructor will assign a case study to you for this Discussion.
To prepare:
· Reflect on your experiences as a nurse and on the information provided in this week’s Learning Resources on diversity issues in health assessments.
CASE STUDY
EB is a 68-year-old black female who comes in for follow-up of hypertension. She has glaucoma and her vision has been worsening during the past few years. She lives alone and is prescribed four hypertension medications (Hydralazine 50 mg PO Q8H, Metoprolol XL 200 mg PO Q12H, Lisinopril 40 mg PO daily, and HCTZ 25mg PO daily ). She brings in her medication bottles and she has some medication bottles from the previous year full of medications. She is missing one medication she had been prescribed and says she may have forgotten it at home. Her BP in clinic today is 182/99 with HR of 84.
· Reflect on the specific socioeconomic, spiritual, lifestyle, and other cultural factors related to the health of the patient assigned to you.
· Consider how you would build a health history for the patient. What questions would you ask, and how would you frame them to be sensitive to the patient’s background, lifestyle, and culture? Develop five targeted questions you would ask the patient to build his or her health history and to assess his or her health risks.
· Think about the challenges associated with communicating with patients from a variety of specific populations. What strategies can you as a nurse employ to be sensitive to different cultural factors while gathering the pertinent information?
Information Technology
and Organizational
Learning
Managing Behavioral Change
in the Digital Age
Third Edition
http://taylorandfrancis.com
Information Technology
and Organizational
Learning
Managing Behavioral Change
in the Digital Age
Third Edition
...
Lessons From the DesignOps Journey of the World’s Largest Travel Site (Eniola...Rosenfeld Media
Eniola Oluwole: “Lessons From the DesignOps Journey of the World’s Largest Travel Site”
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CIO Standard Requirements
Source: https://store.theartofservice.com/cio-standard-requirements/
Sample Requirements:
The full extent of a given risk and its priority compared to other risks are not understood. Failure to address the most important risks first leads to dangerous exposures. Nearly all managers believe that their risks are the most important in the enterprise (or at least they say so) but whose risks really matter most?
Does your organization constantly monitor in real time your networks, systems and applications for unauthorized access or anomalous behavior such as viruses, malicious code insertion, or break-in attempts?
We have determined whether the goals, norms and rules of our organization are properly transmitting the value of the organizational culture to staff members and if there are areas for improvement
When deciding to outsource we know if the candidate services require extensive interactions between the service providers and the business's competitive and strategic resources and capabilities
Has the CIO ensured security training and awareness of all agency employees, including contractors and those employees with significant IT security responsibilities?
If services come in direct contact with the customers of customers, we have additional policies and guidelines required to handle user interactions and user information?
What impact has emerging technology (e.g., cloud computing, virtualization and mobile computing) had on your companys ITRM program over the past 12 months?
Do you have a good understanding of emerging technologies and business trends that are vital for the management of IT risks in a fast-changing environment?
Is the CIO or someone similar, responsible for strategic planning, implementation, and management of integrated systems identified by the IT infrastructure plan?
Our strategic approach to Service Design results in services that can be offered at a competitive market price, substantially reduced risk, or offers superior value?
Learn with the Flow: Digital Adoption Tactics That Drive Digital Transformati...Aggregage
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What shade of instructional designer are you? How can you focus your practice and refine your shade? Session slides from an eLearning Guild Online Forum on January 20, 2016.
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Is your organization keeping pace with the speed of digital transformation? Many companies are struggling to define new job roles and approaches to management. As AI and machine learning take on tasks and services, what are the best ways to evolve your work force? This session will offer practical insights on:
Understanding what it means to be a digital organization.
Why learning and development must be everyone’s responsibility.
How to work across functions to co-create key new systems.
How to upskill using design thinking, agile practices and AI.
Ways to measure success.
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Check out the on-demand presentation here: https://success.qualtrics.com/TheLean360__watch.html
Employees at all levels are eager to receive constructive feedback and organizations understand that feedback is a crucial step in developing future leadership. However, for organizations with a lean budget or small team, the idea of designing and managing a 360-feedback assessment program can seem daunting.
Join us as Ross Mecham, Director for Organizational Development at Virginia Tech, highlights how organizations of all sizes can manage top-notch feedback programs with limited resources.
Assignment Expectation
Introduction: 10 points possible.
Description: Visual Elements:75 points possible. There are 15 terms; each term is worth 5 points for a total of 75 points. Clearly identify all terms you are addressing. Any term not addressed will receive 0 points. Provide specific examples. For example, don’t just say “there are lines,” give specific examples of how line is used in the piece you selected. You will receive 1-5 points for each term based on the depth of your response to each term.
Conclusion:15 points possible.
Visual Elements Term Description Grading
“A” term Descriptions, 5 points
1. Concrete and relevant terms used
2. Meaningful determinations based on insightful and personal observations
3. Superior analysis of theme / artwork
4. Clearly outstanding use of terminology
“B” term Descriptions, 4 points
1. Fluency, clarity, and accuracy of special vocabulary and use of terminology
2. Effective structure of theme and analysis of artwork
3. Full understanding of approach undertaken
4. Exposition of analysis in analytical manner
“C” term Descriptions, 3 points
1. Clarity and appropriate grammar usage and use of terminology
2. Reasonable organization of thesis
3. Logical assumptions
“D or F” term Descriptions, 2-0 points
1. Response is not clear, poor to no use of terminology, very brief
2. Poor organization
3. Incorrect assumptions
Midterm Paper Rubric
Criteria
Level 4
Level 3
Level 2
Level 1
Introduction
10-9 points
Introduces piece with required components, and a precise, knowledgeable overview of description and interpretation with thesis statement
8-7 points
Introduces piece with required components and an overview of description and interpretation with thesis statement.
6-1 points
Introduces piece with partial and/or inaccurate components and includes only a brief or vague overview and thesis statement.
0 points
Introduction is incomplete or not present and does not correctly introduce piece or present an overview and thesis statement.
bgloss.indd 312 11/26/2015 7:40:39 PM
Managing and Using
Information Systems
A STRATEGIC APPROACH
Sixth Edition
Keri E. Pearlson
KP Partners
Carol S. Saunders
W.A. Franke College of Business
Northern Arizona University
Dr. Theo and Friedl Schoeller Research Center for Business and Society
Dennis F. Galletta
Katz Graduate School of Business
University of Pittsburgh, Pittsburgh, PA
ffirs.indd 1 12/1/2015 12:34:39 PM
VICE PRESIDENT & DIRECTOR George Hoffman
EXECUTIVE EDITOR Lise Johnson
DEVELOPMENT EDITOR Jennifer Manias
ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham
SENIOR PRODUCT DESIGNER Allison Morris
MARKET SOLUTIONS ASSISTANT Amanda Dallas
SENIOR DIRECTOR Don Fowley
PROJECT MANAGER Gladys Soto
PROJECT SPECIALIST Nichole Urban
PROJECT ASSISTANT Anna Melhorn
EXECUTIVE MARKETING MANAGER Christopher DeJohn
ASSISTANT MARKETING MANAGER Puja Katariwala
ASSOCIATE DIRECTOR Kevin Holm
SENIOR CONTENT SPECIALIST Nicole Repasky
PRO ...
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the gateway arch in St. Louis was built in 1965.it is the tallest mo.docxrtodd194
the gateway arch in St. Louis was built in 1965.it is the tallest monument in the united states. the arch can modeled.
y=-0.00635x2(. Exponent at cubic) +4x, where x and y are in feet
How high above the ground is the tallest point of the arch?
how far apart are the legs of the arch at their bases?
.
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Introduction
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8-7 points
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6-1 points
Introduces piece with partial and/or inaccurate components and includes only a brief or vague overview and thesis statement.
0 points
Introduction is incomplete or not present and does not correctly introduce piece or present an overview and thesis statement.
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G i r I
on
the
PI an e
John Morton came down the aisle of the plane, banging his luggage
into people's knees and sweating angrily under his suit. He had just
run through the corridors of the airport, cursing and struggling with
his luggage, slipping and flailing in front of the vapid brat at the seat
assignmenJ: desk. Too winded to speak, he thrust his ticket at the boy
and readjusted his luggage in his sticky hands. ''You're a little late for
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He took his boarding pass and said, "Thanks, you little prick."
The boy's discomfiture was made more obvious by his pretense of
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At least he was able to stuff his bags into the compartment above
the first seat he found. He sat down, grunting territorially; and his
body slowly eased into a normal dull pulse and ebb. He looked at his
watch; desk attendant to the contrary; the plane was sitting stupidiy
still, twenty minutes after takeoff time. He had the ple-asing fantasy
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He was always just barely making his flight. His wife had read in
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121
Because they wanted to
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The plane continued to sit there, while stewardesses fiddled with
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"Hi," she said. 'Tm in the middle there."
"By all means." The force of his anger entered his magnanimity
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She put her bag under the seat in front of her, sat down, and rested
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dld her parody of a suffocating person reaching for an air mask, the
pilot mumbled, the plane prepared to assert its unnatural presence in
nature.
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I knew I'd make it. They're never on time." Her voice was unexpect-
edly small, with a rough, gravelly undertone that was seedy and
schoolgirlish at once.
"It's bullshit," he said.:.:.'·Well, what can you dol" She had large
hazel eyes.
She smlled a tight, rueful smlle that he associated with women
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At least two references, APA format
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Ashford Writing Center. (Links to an external site.)
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must use at least three scholarly sources in addition to the course text.
Must document all sources in APA style as outlined in the Ashford Writing Center.
Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.
.
The fundamental distinction between the Democrats and the Republican.docxrtodd194
The fundamental distinction between the Democrats and the Republicans during the late
nineteenth century arose from differences
A) in religious affiliation, geographic location, and ethnic background.
B) on civil service reform, foreign policy, and protective legislation.
C) on civil rights for blacks, Indian policy, and women's rights.
D) on tariffs, internal improvements, and currency policy.
.
The fundamental components of financial accounting, including it.docxrtodd194
The fundamental components of financial accounting, including items like assets/liabilities, journal entries, financial statements, debits/credits, and revenues/expenses. Select one of these topics or another item of your interest and discuss what you learned about it and how it will help you as you progress through accounting.
Take a closer look at accounting for inventory with a particular focus on inventory methods. The two primarily covered are referred to as FIFO and LIFO. Discuss what you learned about these methods, how they are alike and different, and why they are important to understand.
.
The Future of Health Care Delivery and Health PolicyThis discuss.docxrtodd194
The Future of Health Care Delivery and Health Policy
This discussion underlines the need for making forecasts regarding the future of the U.S. health care system and the forces in health care that shape change in the health system. The roles of various stakeholders in the U.S. health care system had been discussed: providers, employers, insurers, public policy makers, and consumers. An evaluation of the predictions of the health system and the identification of key challenges and what the stakeholders will play will need attention in the coming years.
Ø ANSWER THE FOLLOWING QUESTIONS LISTED BELOW.
Grading Rubric for the Future of Health Care Delivery and Health Policy
APA FORMAT, ENGLISH PUNCTUATION AND SPELLING. NO REFERNCES OLDER THAN 5 years. PLEASE PROVIDE PROOF OF TURN IT IN DOCUMENT.
1. Discuss how the U.S. health care system is evolving and the short- and long-term effects of forecasted changes.
2. Describe the principal drivers of change that will take place in the health system over the next 10 years.
3. What are some of your best ideas to improve quality and contain costs going forward?
.
The Futile Pursuit of HappinessBy Jon Gertner· Sept. 7, 2003.docxrtodd194
The Futile Pursuit of Happiness
By Jon Gertner
· Sept. 7, 2003
·
If Daniel Gilbert is right, then you are wrong. That is to say, if Daniel Gilbert is right, then you are wrong to believe that a new car will make you as happy as you imagine. You are wrong to believe that a new kitchen will make you happy for as long as you imagine. You are wrong to think that you will be more unhappy with a big single setback (a broken wrist, a broken heart) than with a lesser chronic one (a trick knee, a tense marriage). You are wrong to assume that job failure will be crushing. You are wrong to expect that a death in the family will leave you bereft for year upon year, forever and ever. You are even wrong to reckon that a cheeseburger you order in a restaurant -- this week, next week, a year from now, it doesn't really matter when -- will definitely hit the spot. That's because when it comes to predicting exactly how you will feel in the future, you are most likely wrong.
A professor in Harvard's department of psychology, Gilbert likes to tell people that he studies happiness. But it would be more precise to say that Gilbert -- along with the psychologist Tim Wilson of the University of Virginia, the economist George Loewenstein of Carnegie-Mellon and the psychologist (and Nobel laureate in economics) Daniel Kahneman of Princeton -- has taken the lead in studying a specific type of emotional and behavioral prediction. In the past few years, these four men have begun to question the decision-making process that shapes our sense of well-being: how do we predict what will make us happy or unhappy -- and then how do we feel after the actual experience? For example, how do we suppose we'll feel if our favorite college football team wins or loses, and then how do we really feel a few days after the game? How do we predict we'll feel about purchasing jewelry, having children, buying a big house or being rich? And then how do we regard the outcomes? According to this small corps of academics, almost all actions -- the decision to buy jewelry, have kids, buy the big house or work exhaustively for a fatter paycheck -- are based on our predictions of the emotional consequences of these events.
Until recently, this was uncharted territory. How we forecast our feelings, and whether those predictions match our future emotional states, had never been the stuff of laboratory research. But in scores of experiments, Gilbert, Wilson, Kahneman and Loewenstein have made a slew of observations and conclusions that undermine a number of fundamental assumptions: namely, that we humans understand what we want and are adept at improving our well-being -- that we are good at maximizing our utility, in the jargon of traditional economics. Further, their work on prediction raises some unsettling and somewhat more personal questions. To understand affective forecasting, as Gilbert has termed these studies, is to wonder if everything you have ever thought about life choices, and about h.
The function of a short story’s exposition is to __________. (.docxrtodd194
The function of a short story’s exposition is to
__________. (Points : 3)
present the setting and characters
carry the action to the turning point
begin the action of the plot
resolve the plot’s conflict
2. The point of highest action or the turning point of a short story is called its __________. (Points : 3)
climax
rising action
falling action
resolution
3. To imitate the way real people sound when they talk, writers can create dialogue that uses __________. (Points : 3)
dialect
imagery
sound effects
quotations
4. Readers can more readily identify with a story’s narrator if the writer uses __________. (Points : 3)
third-person omniscient point of view
third-person limited point of view
second-person point of view
first-person point of view
5. In "Thank You, M'am," the blue suede shoes represent __________. (Points : 3)
Roger's innocence
Mrs. Jones's youth
what Roger wants but cannot have
the lesson that Mrs. Jones teaches Roger
6. In their brief encounter, Mrs. Jones tries to teach Roger all of the following except __________. (Points : 3)
to never talk to strangers
to take responsibility for your actions
to have pride in yourself
to treat others respectfully
7. The narrator’s family life in “The Circuit” reveals the importance of __________. (Points : 3)
traveling for fun
having lots of money
getting a good education
working together toward a goal
8. At the beginning of “The Bracelet,” Ruri tells the reader that after her house has been packed up it feels like “a gift box after the nice thing inside was gone; just a lot of nothingness.” The author uses this image to communicate the story’s __________. (Points : 3)
mood
theme
climax
characterization
9. The climax of “The Circuit” occurs when __________. (Points : 3)
the narrator’s teacher agrees to give him trumpet lessons
the narrator and his brother join their father at work in the field
the narrator sits alone and worries on the bus
the family works quickly to pack the car with all their household goods
10. In what important way are facts and historical fiction used differently in a story? (Points : 3)
Historical fiction includes imaginative details that add dramatic interest, but facts can be proved.
Historical fiction is usually written about famous people, but facts are not about people.
Historical fiction is always based on historical events, but facts are not part of history.
Historical fiction usually includes details about the weather, but facts are usually about science.
11. What was most likely the author’s purpose for including the conversation between the two boys and Michael Faraday at the end of “Micha.
The Future Leader Scholarship is for students who have demonstrated .docxrtodd194
The Future Leader Scholarship is for students who have demonstrated enthusiasm and a natural aptitude to lead. This may be in a work context through inspiring and managing a high performing team, or by holding significant leadership roles in a social, charitable or entrepreneurial context
Requirments-
Name of organization -
Title of position held
Dates position held
Overview of role and responsibilities
A brief essay detailing the impact you had (max 300 words)
.
The Future of Cyber Crimes and Cyber TerrorismIn the United Stat.docxrtodd194
The Future of Cyber Crimes and Cyber Terrorism
In the United States, a number of law enforcement agencies, including the Secret Service, the Federal Bureau of Investigation (FBI), and the Department of Homeland Security among others have taken on roles to fight computer crimes and terrorism.
Use the Internet or Strayer library to research articles on the efforts of law enforcement agencies to combat cyber crimes and cyber terrorism, as well as the roles of such agencies in the future of the combat in question.
Create a 15-slide presentation or a 10-minute video presentation using Kaltura in which you:
Explain how the process of digital evidence is similar to the process of traditional crime scene evidence.
Identify some of the best sources of digital evidence for child abuse and exploitation, domestic violence, and gambling according to the National Institute of Justice.
Smartphones contain digital data and are often a key source of information for crimes. Summarize a criminal case in which a smartphone was a critical component in obtaining a conviction focusing on how the digital forensics from the phone was utilized in the case.
Describe Brothers' steps for forensic analysis of mobile devices.
.
The Freedmens Bureau.....A. Had as its main purpose to prevent a.docxrtodd194
The Freedmen's Bureau.....
A. Had as its main purpose to prevent armed clashes between former masters and former slaves
B.regulated working conditions for former slaves, primarily through Freedmen's Court
C. was criticized bitterly by the planter class, but consistently praised by former slaves.
D. was canceled by congress over the opposition of Radicals, who saw the need for a permanent welfare agency.
.
The form attached is to be filled out on each one of these condi.docxrtodd194
The form attached is to be filled out on each one of these condition for a total of six separate assignment please save each one under the specified condition name.
Cervical cancer
Ovarian cancer
Lung cancer
Thalassemia
Sickle-cell anemia
anemia
.
The Fraud Triangle and HackingThe fraud triangle exists when t.docxrtodd194
The Fraud Triangle and Hacking
The fraud triangle exists when three elements are in place at a business – opportunity, pressure, and rationalization. Opportunity for fraud is usually present in organizations with weak (or few) internal controls. Pressure to commit fraud may come from outside sources (i.e. the boss wants to make sure EPS meets investor expectations) or could be internally driven (i.e. a person that has personal financial troubles). Once these first two elements are in place, a fraudster will commit fraud if they can rationalize it to themselves.
What motives do people have for hacking? Why has it become so popular in recent years?
PLEASE POST 200 WORDS WITH REFERENCES
.
The freedom of the press was included in the First Amendment to gu.docxrtodd194
The freedom of the press was included in the First Amendment to guarantee citizens’ access to news and information. Americans largely rely on the mass media to learn about what is going on in government and in the wider world.
Throughout American history, the public’s access to objective reporting has been threatened by partisan bias in the press, sensationalism, and attempts by the government to regulate the media. Additionally, political campaigns and politicians have long attempted to circumvent and control media coverage. And, in the contemporary era, new trends such as narrowcasting and media consolidation are seen by some as threats to the public’s ability to become informed. Your essay must contain the following information:
What about today’s media environment do you believe is the greatest obstacle to an enlightened public?
Why?
Provide a definition of this obstacle.
Use references from the text.
Provide two (2) recent examples of this threat.
Describe how it impeded the public from becoming informed.
Paper requirements
You must have
a very clear thesis statement
.
·
You must provide
support for your thesis that is based on evidence (Legal, Empirical, Moral, Political)
·
You must use a
minimum of two outside sources
. You must use APSA/ APA or MLA formatting in your citations.
You will be required to use in-text citations as well as providing a works cited at the end of your essay.
*Any thought that is not your own, must be cited.
·
Your essay must be written in the format of a research paper which outlines a proposed policy.
·
You must use complete sentences and present coherent thoughts in your argument.
·
You must include a works cited
·
The essay must be 2 to 3 pages in length
·
Font size should be 12 point font
·
Font style should be Times New Roman
·
The essay must be double spaced
.
The fourth mission of the Department of Homeland Security is to sa.docxrtodd194
The fourth mission of the Department of Homeland Security is to
safeguard and secure cyberspace (Links to an external site.)Links to an external site.
. The first goal supporting this mission is “Strengthen the security and resilience of critical infrastructure against cyber-attacks and other hazards.” A review of our nation’s
critical infrastructure (Links to an external site.)Links to an external site.
quickly highlights that much of our infrastructure is privately owned and operated, or it is a joint venture between public and private enterprise. Review the DHS Critical Infrastructure Sector Chart as you read the Introduction to Part 7 and Chapters 31, 32, and 34 in the primary text.
Initial Post
In a free and open economy, how does the Department of Homeland Security ensure our critical infrastructure is protected, especially when it is owned or operated by a private entity? For example, your post could deal with private airlines, airports, and port authorities; private power stations, dams, and electrical companies; transportation systems, cargo movement, and ports; or the Internet and the cyber world. What are the special considerations that must be taken into account? Write your post from the perspective of the Department of Homeland Security.
Your initial post should be at least 250 words in length. Support your claims with examples from required material(s) and/or other scholarly resources. Use APA format to cite your sources in text as well as at the end of your post in the list of references.
.
The fourth step in planning a unit plan is to research and decid.docxrtodd194
The fourth step in planning a unit plan is to research and decide on the necessary materials and resources that create engagement through anticipatory sets and help to develop confidence as competent users of technology.
Part 1: Materials, Resources, and Technology
Complete the “Materials, Resources, and Technology" sections of the "Science Unit Plan.” Include appropriate and relevant materials, resources, and technology that successfully:
Support students in chosen content, development of relevant skills, and encourage student engagement.
Support diverse student needs and learning advancement.
The details of the "Science Unit Plan" will continue to be fully developed and revised throughout the duration of the course, culminating in a complete unit plan due in Topic 5.
Part 2: Reflection
In 250-500 words, summarize and reflect on how planning for materials, resources, and technology can create engagement and motivation during a lesson. How can you utilize informational resources to engage students and help develop their confidence as competent users of technology? How will you evaluate curriculum materials, school/district resources, student data to make sure you are using appropriate and relevant materials?
Support your reflection with at least two scholarly resources.
Submit the "Science Unit Plan" and reflection as one deliverable.
.
The Fracturing of the New Deal CoalitionThe credibility” issu.docxrtodd194
The Fracturing of the New Deal Coalition
The “credibility” issue: Many will increasingly distrust what their government tells them. The Vietnam War will indicate to many that their government cannot be trusted.
In the 1950s, many regarded the government as the engine of growth. Between the 1950s and 1960s, however, many began to grow suspicious of government action. Rather than providing for an improved
McCarthyism
Student Activism
Students for a More Democratic Society
“The Port Huron Statement,” 1962
“We are people of this generation, bred in at least modest comfort, housed now in universities, looking uncomfortably to the world we inherit.”
Answering a Question on the Review Sheet!!!
How did fear of foreign communism help to shape post-war American culture? Why were many concerned that the effort to fight communism overseas my have a negative impact on Freedom and democracy at home?
The Civil Rights Era or the Black Freedom Movement
Historians have had a tendency to isolate the events of the late 1950s and the 1960s from the broader chronology of African Americans pushing for civil rights.
The Life of Ella Baker
Ella Baker’s life demonstrates the difficulty of limiting the civil rights era to the 1950s and 1960s.
Brown vs. Board of Education of Topeka
From Chief Justice Earl Warren’s decision: “We come then to the question presented: Does segregation of children in public schools solely on the basis of race, even though the physical facilities and other ‘tangible’ factors may be equal deprive the children of the minority group of equal educational opportunities? We believe that it does.”
The Actions of Civil Rights Activists also helped to build momentum for Civil Rights
Montgomery Bus Boycotts, 1955 -- largely failed to get national attention.
Violence in other places around the South, however, provided powerful images for the national media.
Little Rock, Arkansas
In 1957, President Eisenhower sent the 101 Airborne division to enforce a court order forcing integration of Central High School in Little Rock, Arkansas.
Woolworth Sit Ins
In 1960, four black college students from North Carolina A&T in Greensboro decided to sit at the “whites only” counter in their local F.W. Woolworth and order coffee and doughnuts.
For the Michigan students who would organize the SDS in 1962, it seemed like an advance for democracy and were excited about joining the movement to topple Jim Crow in the United States.
Answering a Question on the Review Sheet!!!
How was the “sit-in” movement of 1960 an outgrowth of earlier protests? What major differences divided the various groups—SNCC, SCLC, NAACP, CORE, and others—that were active in protesting against white supremacy in the 1960s?
Violence in Birmingham
Growing Pressures on the Democratic Party
In the 1960s, the Democratic Party would suffer the impossible challenge of defeating communism, satisfying the concerns of student activists, meeting the demands o.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Chapter 3 - Islamic Banking Products and Services.pptx
THE FRANKENSTEIN PAPER!!!!!!!!!!!! For this paper, you.docx
1. THE FRANKENSTEIN PAPER!!!!!!!!!!!!
For this paper, you will write a proposal for your honors thesis.
The purpose of the thesis and
the presentation is to demonstrate that you have done or
discovered something significant that
may make a difference in a particular field or gives others a
new way to think about a theory,
text, author or process. Your thesis proposal should address the
following according to
scholarly conventions in your field. Not every question will be
spelled out in the final version,
but you will do well to consider each question as you write and
think.
Statement of the Research Problem, Question, or Hypothesis
● What is the research problem/project, question, or hypothesis?
● Why are you interested in this area of research?
Context of the Problem, Question, or Hypothesis
● Based on your current review of the literature, how does the
research problem,
2. question, or hypothesis fit in the context of the larger picture of
the field?
● Why is the problem, question, or hypothesis important in light
of the state of the
discipline in this area?
● Is there some historical/social/cultural/scientific context that
you consider very
important for understanding this problem?
Methods and Procedures
● Describe the basic methods and procedures that you intend to
use to address
or to solve the problem, question, or hypothesis.
● Are the methods conventional for your field?
Guidelines
-the appropriate format for your discipline
-8-10 pages
A B C D F
3. Statement of
problem/que
stion
The
“problem” is
stated clearly
and
concisely.
The problem is
stated but it is
either not clear
or not concise.
The
problem is
stated but
it is both
unclear
and
wordy.
It is hard to
find the
problem
statement.
There is no
problem stated.
Context of
problem/que
stion (lit
review)
4. The context
is presented
thoroughly.
Multiple
sources are
cited to
support the
point.
The context is
presented fairly
thoroughly but
may leave some
important
points not
touched upon.
Multiple
sources are
cited.
The
context is
presented
but not
thoroughly
. The
reader is
left with a
lot of
questions
about the
context.
Only one
or two
sources
are cited.
5. The context
is confusing
and does not
help the
reader at all.
There are no
sources.
No context is
provided.
Methods and
Procedures
The methods
and
procedures
are
appropriate,
feasible, and
clearly
described.
The methods
and procedures
are either
inappropriate,
not feasible or
not clearly
described.
The
methods
and
procedure
6. s are
inappropri
ate, not
feasible,
and not
clearly
described.
The methods
and
procedures
are a mess.
There are no
methods and
procedures.
Formatting The
formatting is
correct and
There are a few
formatting
errors.
There are
many
formatting
It is
impossible to
determine
No formatting
style was
attempted at all.
7. specific for
the
discipline.
errors. what
formatting
style is being
attempted.
Writing Uses
graceful
language
that
skillfully
communic
ates
meaning
to readers
with
clarity and
fluency,
and is
virtually
error-free.
Uses
straightforwa
rd language
that
generally
conveys
8. meaning to
readers. The
language in
the essay has
few errors.
Uses
languag
e that
generall
y
conveys
meanin
g to
readers
with
clarity,
althoug
h
writing
may
include
some
errors.
Uses
language
that
sometimes
impedes
meaning
because of
errors in
usage.
Language’s
9. meaning is
sabotaged by
the amount of
syntactical and
mechanical
errors.
Information Technology
and Organizational
Learning
Managing Behavioral Change
in the Digital Age
Third Edition
http://taylorandfrancis.com
Information Technology
and Organizational
Learning
Managing Behavioral Change
in the Digital Age
Third Edition
11. future reprint.
Except as permitted under U.S. Copyright Law, no part of this
book may be reprinted, reproduced,
transmitted, or utilized in any form by any electronic,
mechanical, or other means, now known or
hereafter invented, including photocopying, microfilming, and
recording, or in any information stor-
age or retrieval system, without written permission from the
publishers.
For permission to photocopy or use material electronically from
this work, please access www.copy-
right.com (http://www.copyright.com/) or contact the Copyright
Clearance Center, Inc. (CCC), 222
Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a
not-for-profit organization that
provides licenses and registration for a variety of users. For
organizations that have been granted a
photocopy license by the CCC, a separate system of payment
has been arranged.
Trademark Notice: Product or corporate names may be
trademarks or registered trademarks, and are
used only for identification and explanation without intent to
infringe.
Visit the Taylor & Francis Web site at
http://w w w.taylorandfrancis.com
and the CRC Press Web site at
http://w w w.crcpress.com
v
12. Contents
Fo r e w o r d xi
Ac k n o w l e d g m e n t s xiii
Au t h o r xv
I n t r o d u c t I o n xvii
c h A p t e r 1 th e “ r Av e l l” c o r p o r At I o n 1
Introduction 1
A New Approach 3
The Blueprint for Integration 5
Enlisting Support 6
Assessing Progress 7
Resistance in the Ranks 8
Line Management to the Rescue 8
IT Begins to Reflect 9
Defining an Identity for Information Technology 10
Implementing the Integration: A Move toward Trust and
Reflection 12
Key Lessons 14
Defining Reflection and Learning for an Organization 14
Working toward a Clear Goal 15
Commitment to Quality 15
Teaching Staff “Not to Know” 16
Transformation of Culture 16
Alignment with Administrative Departments 17
Conclusion 19
v i Contents
13. c h A p t e r 2 th e It d I l e m m A 21
Introduction 21
Recent Background 23
IT in the Organizational Context 24
IT and Organizational Structure 24
The Role of IT in Business Strategy 25
Ways of Evaluating IT 27
Executive Knowledge and Management of IT 28
IT: A View from the Top 29
Section 1: Chief Executive Perception of the Role of IT 32
Section 2: Management and Strategic Issues 34
Section 3: Measuring IT Performance and Activities 35
General Results 36
Defining the IT Dilemma 36
Recent Developments in Operational Excellence 38
c h A p t e r 3 te c h n o l o gy A s A vA r I A b l e A n d re s p
o n s I v e
o r g A n I z At I o n A l d y n A m I s m 41
Introduction 41
Technological Dynamism 41
Responsive Organizational Dynamism 42
Strategic Integration 43
Summary 48
Cultural Assimilation 48
IT Organization Communications with “ Others” 49
Movement of Traditional IT Staff 49
Summary 51
Technology Business Cycle 52
Feasibility 53
14. Measurement 53
Planning 54
Implementation 55
Evolution 57
Drivers and Supporters 58
Santander versus Citibank 60
Information Technology Roles and Responsibilities 60
Replacement or Outsource 61
c h A p t e r 4 o r g A n I z At I o n A l l e A r n I n g th e o r I e
s A n d
te c h n o l o gy 63
Introduction 63
Learning Organizations 72
Communities of Practice 75
Learning Preferences and Experiential Learning 83
Social Discourse and the Use of Language 89
Identity 91
Skills 92
v iiContents
Emotion 92
Linear Development in Learning Approaches 96
c h A p t e r 5 m A n A g I n g o r g A n I z At I o n A l l e A r n
I n g A n d
te c h n o l o gy 109
The Role of Line Management 109
Line Managers 111
First-Line Managers 111
15. Supervisor 111
Management Vectors 112
Knowledge Management 116
Ch ange Management 120
Change Management for IT Organizations 123
Social Networks and Information Technology 134
c h A p t e r 6 o r g A n I z At I o n A l tr A n s F o r m At I o n
A n d t h e
bA l A n c e d s c o r e c A r d 139
Introduction 139
Methods of Ongoing Evaluation 146
Balanced Scorecards and Discourse 156
Knowledge Creation, Culture, and Strategy 158
c h A p t e r 7 vI r t uA l te A m s A n d o u t s o u r c I n g 163
Introduction 163
Status of Virtual Teams 165
Management Considerations 166
Dealing with Multiple Locations 166
Externalization 169
Internalization 171
Combination 171
Socialization 172
Externalization Dynamism 172
Internalization Dynamism 173
Combination Dynamism 173
Socialization Dynamism 173
Dealing with Multiple Locations and Outsourcing 177
Revisiting Social Discourse 178
Identity 179
Skills 180
Emotion 181
16. c h A p t e r 8 sy n e r g I s t I c u n I o n o F It A n d
o r g A n I z At I o n A l l e A r n I n g 187
Introduction 187
Siemens AG 187
Aftermath 202
ICAP 203
v iii Contents
Five Years Later 224
HTC 225
IT History at HTC 226
Interactions of the CEO 227
The Process 228
Transformation from the Transition 229
Five Years Later 231
Summary 233
c h A p t e r 9 Fo r m I n g A c y b e r s e c u r I t y c u lt u r e
239
Introduction 239
History 239
Talking to the Board 241
Establishing a Security Culture 241
Understanding What It Means to be Compromised 242
Cyber Security Dynamism and Responsive Organizational
Dynamism 242
Cyber Strategic Integration 243
Cyber Cultural Assimilation 245
Summary 246
17. Organizational Learning and Application Development 246
Cyber Security Risk 247
Risk Responsibility 248
Driver /Supporter Implications 250
c h A p t e r 10 d I g I tA l tr A n s F o r m At I o n A n d c h A
n g e s I n
c o n s u m e r b e h Av I o r 251
Introduction 251
Requirements without Users and without Input 254
Concepts of the S-Curve and Digital Transformation
Analysis and Design 258
Organizational Learning and the S-Curve 260
Communities of Practice 261
The IT Leader in the Digital Transformation Era 262
How Technology Disrupts Firms and Industries 264
Dynamism and Digital Disruption 264
Critical Components of “ Digital” Organization 265
Assimilating Digital Technology Operationally and Culturally
267
Conclusion 268
c h A p t e r 11 I n t e g r At I n g g e n e r At I o n y e m p l oy
e e s t o
Ac c e l e r At e c o m p e t I t I v e A dvA n tA g e 269
Introduction 269
The Employment Challenge in the Digital Era 270
Gen Y Population Attributes 272
Advantages of Employing Millennials to Support Digital
Transformation 272
Integration of Gen Y with Baby Boomers and Gen X 273
i xContents
18. Designing the Digital Enterprise 274
Assimilating Gen Y Talent from Underserved and Socially
Excluded Populations 276
Langer Workforce Maturity Arc 277
Theoretical Constructs of the LWMA 278
The LWMA and Action Research 281
Implications for New Pathways for Digital Talent 282
Demographic Shifts in Talent Resources 282
Economic Sustainability 283
Integration and Trust 283
Global Implications for Sources of Talent 284
Conclusion 284
c h A p t e r 12 to wA r d b e s t p r A c t I c e s 287
Introduction 287
Chief IT Executive 288
Definitions of Maturity Stages and Dimension Variables in
the Chief IT Executive Best Practices Arc 297
Maturity Stages 297
Performance Dimensions 298
Chief Executive Officer 299
CIO Direct Reporting to the CEO 305
Outsourcing 306
Centralization versus Decentralization of IT 306
CIO Needs Advanced Degrees 307
Need for Standards 307
Risk Management 307
The CEO Best Practices Technology Arc 313
Definitions of Maturity Stages and Dimension Variables in
19. the CEO Technology Best Practices Arc 314
Maturity Stages 314
Performance Dimensions 315
Middle Management 316
The Middle Management Best Practices Technology Arc 323
Definitions of Maturity Stages and Dimension Variables in
the Middle Manager Best Practices Arc 325
Maturity Stages 325
Performance Dimensions 326
Summary 327
Ethics and Maturity 333
c h A p t e r 13 c o n c l u s I o n s 339
Introduction 339
g l o s s A ry 357
re F e r e n c e s 363
I n d e x 373
http://taylorandfrancis.com
x i
Foreword
Digital technologies are transforming the global economy.
Increasingly,
firms and other organizations are assessing their opportunities,
20. develop-
ing and delivering products and services, and interacting with
custom-
ers and other stakeholders digitally. Established companies
recognize
that digital technologies can help them operate their businesses
with
greater speed and lower costs and, in many cases, offer their
custom-
ers opportunities to co-design and co-produce products and
services.
Many start-up companies use digital technologies to develop
new prod-
ucts and business models that disrupt the present way of doing
busi-
ness, taking customers away from firms that cannot change and
adapt.
In recent years, digital technology and new business models
have dis-
rupted one industry after another, and these developments are
rapidly
transforming how people communicate, learn, and work.
Against this backdrop, the third edition of Arthur Langer’ s
Information Technology and Organizational Learning is most
welcome.
For decades, Langer has been studying how firms adapt to new
or
changing conditions by increasing their ability to incorporate
and use
advanced information technologies. Most organizations do not
adopt
new technology easily or readily. Organizational inertia and
embed-
ded legacy systems are powerful forces working against the
adoption
21. of new technology, even when the advantages of improved
technology
are recognized. Investing in new technology is costly, and it
requires
x ii Foreword
aligning technology with business strategies and transforming
cor-
porate cultures so that organization members use the technology
to
become more productive.
Information Technology and Organizational Learning addresses
these
important issues— and much more. There are four features of
the new
edition that I would like to draw attention to that, I believe,
make
this a valuable book. First, Langer adopts a behavioral
perspective
rather than a technical perspective. Instead of simply offering
norma-
tive advice about technology adoption, he shows how sound
learn-
ing theory and principles can be used to incorporate technology
into
the organization. His discussion ranges across the dynamic
learning
organization, knowledge management, change management,
com-
munities of practice, and virtual teams. Second, he shows how
an
organization can move beyond technology alignment to true
22. technol-
ogy integration. Part of this process involves redefining the
traditional
support role of the IT department to a leadership role in which
IT
helps to drive business strategy through a technology-based
learn-
ing organization. Third, the book contains case studies that
make the
material come alive. The book begins with a comprehensive
real-life
case that sets the stage for the issues to be resolved, and smaller
case
illustrations are sprinkled throughout the chapters, to make
concepts
and techniques easily understandable. Lastly, Langer has a
wealth of
experience that he brings to his book. He spent more than 25
years
as an IT consultant and is the founder of the Center for
Technology
Management at Columbia University, where he directs
certificate and
executive programs on various aspects of technology innovation
and
management. He has organized a vast professional network of
tech-
nology executives whose companies serve as learning
laboratories for
his students and research. When you read the book, the
knowledge
and insight gained from these experiences is readily apparent.
If you are an IT professional, Information Technology and
Organi-
zational Learning should be required reading. However, anyone
23. who
is part of a firm or agency that wants to capitalize on the
opportunities
provided by digital technology will benefit from reading the
book.
Charles C. Snow
Professor Emeritus, Penn State University
Co-Editor, Journal of Organization Design
x iii
Acknowledgments
Many colleagues and clients have provided significant support
during
the development of the third edition of Information Technology
and
Organizational Learning.
I owe much to my colleagues at Teachers College, namely,
Professor
Victoria Marsick and Lyle Yorks, who guided me on many of
the the-
ories on organizational learning, and Professor Lee Knefelkamp,
for
her ongoing mentorship on adult learning and developmental
theo-
ries. Professor David Thomas from the Harvard Business School
also
provided valuable direction on the complex issues surrounding
diver-
sity, and its importance in workforce development.
24. I appreciate the corporate executives who agreed to participate
in the studies that allowed me to apply learning theories to
actual
organizational practices. Stephen McDermott from ICAP
provided
invaluable input on how chief executive officers (CEOs) can
success-
fully learn to manage emerging technologies. Dana Deasy, now
global
chief information officer (CIO) of JP Morgan Chase,
contributed
enormous information on how corporate CIOs can integrate
tech-
nology into business strategy. Lynn O’ Connor Vos, CEO of
Grey
Healthcare, also showed me how technology can produce direct
mon-
etary returns, especially when the CEO is actively involved.
And, of course, thank you to my wonderful students at
Columbia
University. They continue to be at the core of my inspiration
and love
for writing, teaching, and scholarly research.
http://taylorandfrancis.com
x v
Author
Arthur M. Langer, EdD, is professor of professional practice
25. of management and the director of the Center for Technology
Management at Columbia University. He is the academic direc-
tor of the Executive Masters of Science program in Technology
Management, vice chair of faculty and executive advisor to the
dean
at the School of Professional Studies and is on the faculty of the
Department of Organization and Leadership at the Graduate
School
of Education (Teachers College). He has also served as a
member of
the Columbia University Faculty Senate. Dr. Langer is the
author
of Guide to Software Development: Designing & Managing the
Life
Cycle. 2nd Edition (2016), Strategic IT: Best Practices for
Managers
and Executives (2013 with Lyle Yorks), Information
Technology and
Organizational Learning (2011), Analysis and Design of
Information
Systems (2007), Applied Ecommerce (2002), and The Art of
Analysis
(1997), and has numerous published articles and papers, relating
to digital transformation, service learning for underserved
popula-
tions, IT organizational integration, mentoring, and staff
develop-
ment. Dr. Langer consults with corporations and universities on
information technology, cyber security, staff development, man-
agement transformation, and curriculum development around the
Globe. Dr. Langer is also the chairman and founder of
Workforce
Opportunity Services (www.wforce.org), a non-profit social
venture
26. x v i Author
that provides scholarships and careers to underserved
populations
around the world.
Dr. Langer earned a BA in computer science, an MBA in
accounting/finance, and a Doctorate of Education from
Columbia
University.
x v ii
Introduction
Background
Information technology (IT) has become a more significant part
of
workplace operations, and as a result, information systems
person-
nel are key to the success of corporate enterprises, especially
with
the recent effects of the digital revolution on every aspect of
business
and social life (Bradley & Nolan, 1998; Langer, 1997, 2011;
Lipman-
Blumen, 1996). This digital revolution is defined as a form of “
dis-
ruption.” Indeed, the big question facing many enterprises
today is,
How can executives anticipate the unexpected threats brought
on by
27. technological advances that could devastate their business? This
book
focuses on the vital role that information and digital technology
orga-
nizations need to play in the course of organizational
development
and learning, and on the growing need to integrate technology
fully
into the processes of workplace organizational learning.
Technology
personnel have long been criticized for their inability to
function as
part of the business, and they are often seen as a group outside
the
corporate norm (Schein, 1992). This is a problem of cultural
assimila-
tion, and it represents one of the two major fronts that
organizations
now face in their efforts to gain a grip on the new, growing
power of
technology, and to be competitive in a global world. The other
major
x v iii IntroduCtIon
front concerns the strategic integration of new digital
technologies
into business line management.
Because technology continues to change at such a rapid pace,
the
ability of organizations to operate within a new paradigm of
dynamic
change emphasizes the need to employ action learning as a way
28. to
build competitive learning organizations in the twenty-first
century.
Information Technology and Organizational Learning integrates
some
of the fundamental issues bearing on IT today with concepts
from
organizational learning theory, providing comprehensive
guidance,
based on real-life business experiences and concrete research.
This book also focuses on another aspect of what IT can mean
to
an organization. IT represents a broadening dimension of
business life
that affects everything we do inside an organization. This new
reality is
shaped by the increasing and irreversible dissemination of
technology.
To maximize the usefulness of its encroaching presence in
everyday
business affairs, organizations will require an optimal
understanding
of how to integrate technology into everything they do. To this
end,
this book seeks to break new ground on how to approach and
concep-
tualize this salient issue— that is, that the optimization of
information
and digital technologies is best pursued with a synchronous
imple-
mentation of organizational learning concepts. Furthermore,
these
concepts cannot be implemented without utilizing theories of
strategic
learning. Therefore, this book takes the position that technology
29. liter-
acy requires individual and group strategic learning if it is to
transform
a business into a technology-based learning organization.
Technology-
based organizations are defined as those that have implemented
a means
of successfully integrating technology into their process of
organiza-
tional learning. Such organizations recognize and experience
the real-
ity of technology as part of their everyday business function. It
is what
many organizations are calling “ being digital.”
This book will also examine some of the many existing organi-
zational learning theories, and the historical problems that have
occurred with companies that have used them, or that have
failed
to use them. Thus, the introduction of technology into
organizations
actually provides an opportunity to reassess and reapply many
of the
past concepts, theories, and practices that have been used to
support
the importance of organizational learning. It is important,
however,
not to confuse this message with a reason for promoting
organizational
x i xIntroduCtIon
learning, but rather, to understand the seamless nature of the
relation-
30. ship between IT and organizational learning. Each needs the
other to
succeed. Indeed, technology has only served to expose problems
that
have existed in organizations for decades, e.g., the inability to
drive
down responsibilities to the operational levels of the
organization, and
to be more agile with their consumers.
This book is designed to help businesses and individual manag-
ers understand and cope with the many issues involved in
developing
organizational learning programs, and in integrating an
important
component: their IT and digital organizations. It aims to provide
a
combination of research case studies, together with existing
theories
on organizational learning in the workplace. The goal is also to
pro-
vide researchers and corporate practitioners with a book that
allows
them to incorporate a growing IT infrastructure with their exist-
ing workforce culture. Professional organizations need to
integrate
IT into their organizational processes to compete effectively in
the
technology-driven business climate of today. This book
responds to
the complex and various dilemmas faced by many human
resource
managers and corporate executives regarding how to actually
deal
with many marginalized technology personnel who somehow
always
31. operate outside the normal flow of the core business.
While the history of IT, as a marginalized organization, is rela-
tively short, in comparison to that of other professions, the
problems
of IT have been consistent since its insertion into business
organiza-
tions in the early 1960s. Indeed, while technology has changed,
the
position and valuation of IT have continued to challenge how
execu-
tives manage it, account for it, and, most important, ultimately
value
its contributions to the organization. Technology personnel
continue
to be criticized for their inability to function as part of the
business,
and they are often seen as outside the business norm. IT
employees
are frequently stereotyped as “ techies,” and are segregated in
such a
way that they become isolated from the organization. This book
pro-
vides a method for integrating IT, and redefining its role in
organiza-
tions, especially as a partner in formulating and implementing
key
business strategies that are crucial for the survival of many
companies
in the new digital age. Rather than provide a long and extensive
list of
common issues, I have decided it best to uncover the challenges
of IT
integration and performance through the case study approach.
32. x x IntroduCtIon
IT continues to be one of the most important yet least
understood
departments in an organization. It has also become one of the
most
significant components for competing in the global markets of
today.
IT is now an integral part of the way companies become
successful,
and is now being referred to as the digital arm of the business.
This
is true across all industries. The role of IT has grown
enormously in
companies throughout the world, and it has a mission to provide
stra-
tegic solutions that can make companies more competitive.
Indeed,
the success of IT, and its ability to operate as part of the
learning
organization, can mean the difference between the success and
failure
of entire companies. However, IT must be careful that it is not
seen as
just a factory of support personnel, and does not lose its
justification
as driving competitive advantage. We see in many organizations
that
other digital-based departments are being created, due to
frustration
with the traditional IT culture, or because they simply do not
see IT
as meeting the current needs for operating in a digital economy.
This book provides answers to other important questions that
33. have
challenged many organizations for decades. First, how can
manag-
ers master emerging digital technologies, sustain a relationship
with
organizational learning, and link it to strategy and performance?
Second, what is the process by which to determine the value of
using
technology, and how does it relate to traditional ways of
calculating
return on investment, and establishing risk models? Third, what
are
the cyber security implications of technology-based products
and
services? Fourth, what are the roles and responsibilities of the
IT
executive, and the department in general? To answer these
questions,
managers need to focus on the following objectives:
• Address the operational weaknesses in organizations, in
terms of how to deal with new technologies, and how to bet-
ter realize business benefits.
• Provide a mechanism that both enables organizations to deal
with accelerated change caused by technological innovations,
and integrates them into a new cycle of processing, and han-
dling of change.
• Provide a strategic learning framework, by which every new
technology variable adds to organizational knowledge and
can develop a risk and security culture.
x x iIntroduCtIon
34. • Establish an integrated approach that ties technology account-
ability to other measurable outcomes, using organizational
learning techniques and theories.
To realize these objectives, organizations must be able to
• create dynamic internal processes that can deal, on a daily
basis, with understanding the potential fit of new technologies
and their overall value within the structure of the business;
• provide the discourse to bridge the gaps between IT- and non-
IT-related investments, and uses, into one integrated system;
• monitor investments and determine modifications to the life
cycle;
• implement various organizational learning practices, includ-
ing learning organization, knowledge management, change
management, and communities of practice, all of which help
foster strategic thinking, and learning, and can be linked to
performance (Gephardt & Marsick, 2003).
The strengths of this book are that it integrates theory and
practice
and provides answers to the four common questions mentioned.
Many
of the answers provided in these pages are founded on theory
and
research and are supported by practical experience. Thus,
evidence of
the performance of the theories is presented via case studies,
which
are designed to assist the readers in determining how such
theories
and proven practices can be applied to their specific
35. organization.
A common theme in this book involves three important terms:
dynamic , unpredictable , and acceleration . Dynamic is a term
that rep-
resents spontaneous and vibrant things— a motive force.
Technology
behaves with such a force and requires organizations to deal
with its
capabilities. Glasmeier (1997) postulates that technology
evolution,
innovation, and change are dynamic processes. The force then is
tech-
nology, and it carries many motives, as we shall see throughout
this
book. Unpredictable suggests that we cannot plan what will
happen
or will be needed. Many organizational individuals, including
execu-
tives, have attempted to predict when, how, or why technology
will
affect their organization. Throughout our recent history,
especially
during the “ digital disruption” era, we have found that it is
difficult,
if not impossible, to predict how technology will ultimately
benefit or
x x ii IntroduCtIon
hurt organizational growth and competitive advantage. I believe
that
technology is volatile and erratic at times. Indeed, harnessing
tech-
36. nology is not at all an exact science; certainly not in the ways in
which
it can and should be used in today’ s modern organization.
Finally, I
use the term acceleration to convey the way technology is
speeding up
our lives. Not only have emerging technologies created this
unpre-
dictable environment of change, but they also continue to
change it
rapidly— even from the demise of the dot-com era decades ago.
Thus,
what becomes important is the need to respond quickly to
technology.
The inability to be responsive to change brought about by
technologi-
cal innovations can result in significant competitive
disadvantages for
organizations.
This new edition shows why this is a fact especially when
examining
the shrinking S-Curve. So, we look at these three words—
dynamic,
unpredictable, and acceleration— as a way to define how
technology
affects organizations; that is, technology is an accelerating
motive
force that occurs irregularly. These words name the challenges
that
organizations need to address if they are to manage
technological
innovations and integrate them with business strategy and
competi-
tive advantage. It only makes sense that the challenge of
integrating
37. technology into business requires us first to understand its
potential
impact, determine how it occurs, and see what is likely to
follow.
There are no quick remedies to dealing with emerging
technologies,
just common practices and sustained processes that must be
adopted
for organizations to survive in the future.
I had four goals in mind in writing this book. First, I am inter-
ested in writing about the challenges of using digital
technologies
strategically. What particularly concerns me is the lack of
literature
that truly addresses this issue. What is also troublesome is the
lack
of reliable techniques …